Project management information systems: An empirical study of their impact on project managers and project success

Raymond, Louis; Bergeron, François

doi:10.1016/j.ijproman.2007.06.002

Cited by 199 publications

(121 citation statements)

References 37 publications

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“…Raymond and Bergeron (2008) empirically investigated the quality of the PMIS presently implemented in different firms and examined the impact of PMIS on project managers and project performance, based on a PMIS success model. This model consists of five parts: the quality of the PMIS, the quality of the PMIS information output, the use of the PMIS, the individual impacts of the PMIS and the impacts of the PMIS on project success.…”

Section: Knowledge Based Projectsmentioning

confidence: 99%

Critical success factors in project management

Orouji¹

2016

10.5267/j.jpm

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In this survey, we perform a survey on different studies associated with critical success factors in project management. The study covers all related studies from 1987 to 2017 based on the articles published on different value added journals. The survey shows that tremendous efforts have been dedicated on important factors, which influence on the success or failure of enterprise resource planning. The other part of the survey is dedicated for the implementation of Six Sigma projects. Our survey shows that successful implementation of Six Sigma could contribute to the success of projects.2017 Growing Science Ltd.

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Section: Knowledge Based Projectsmentioning

confidence: 99%

Critical success factors in project management

Orouji¹

2016

10.5267/j.jpm

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“…Such practices improve the effectiveness and efficiency in terms of better project planning, scheduling, monitoring, and controlling. As well, it improves the IS departments productivity, time management and decision making (Louis Raymond & Bergeron, 2008). It is observed that to remain competitive, it is very important to implement a good project management practices.…”

Section: Managing the Company Projectsmentioning

confidence: 99%

An Approach to Audit Dynamic Changes within Project Development Life Cycle – A Case of Omani Public Organization

Ali¹,

Badi²

2013

CIBIMA

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In the field of project management, rapidly changing environments are newly recognized and of increased challenge. Old-fashioned inflexible methods, focused around process control, are considered obsolete. Along with the increasing diffusion of project management worldwide, a comprehensive governance principle does not yet address this objective. Therefore, the driven dynamic changes (DC) into the business environment strongly influence the business processes and the project objectives. Thus, the risk of failure for outsourced information technology projects will increase. Thus, there is a clear need of an approach which will handle dynamic changes (DC) into project development life cycle (PDLC). This research focus on how the adoption of control principle in project development life cycle (PDLC) will reduce the effect of dynamic changes on overall project objectives. A qualitative approach has been followed by incorporating project management controls from different industrial standards, secondary data from available scientific literature and case study of Omani public organization were adopted and analyzed. This research will outline the foundation of an approach to how dynamic changes can easily be managed by using control practices during PDLC and can be accommodated within project budget.

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“…In cases when product or service realization has been organized in the projects, one of the main information systems (IS) in the organization is a project management information system (PMIS) [2]. Similar to other IS, a successful PMIS should have individual impacts in terms of satisfied users and effective use [3]. However, a successful PMIS should also have organizational impacts [4], that is, impacts on project management success in terms of respecting the time, cost and quality.…”

Section: Introductionmentioning

confidence: 99%

“…PMIS were also found to have direct impacts on project success, as they contribute to improving budget control and meeting project deadlines as well as fulfilling the technical specifications [3].…”

Section: Introductionmentioning

confidence: 99%

Effect of Continuous Improvement on the Reporting Quality of Project Management Information System for Project Management Success

Taniguchi¹,

Onosato²

2018

IJITCS

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Abstract-Project management information systems have their proven position as an effective tool for achieving project management success in terms of the successful realization of the project regarding time, cost and quality. Recent research results have indicated that quality of project management information system output information is positively and significantly related to project management information system application and project management factors and revealed the empirical support. However, getting the reporting quality of the project status report, monthly generated from the project management information system based on the information timely maintained by the project managers, responsible for ERP implementation up to the satisfactory level at any time, can be problematic without having a systematic approach implemented. This article is to discuss how the continuous quality improvement based on the plan-do-check-act cycle was conducted on the reporting quality of the project status report from project management information system generated by the project managers, for achieving project management success in ERP projects implemented by a solution provider for their customers in the various industries in Japan. The results of the study indicate that the continuous improvement on the reporting quality of project management information system was found to be effective in achieving quality of project management information system output information to help managers in decision making, planning, organizing and controlling the project. It was also found to be effective in positively influencing achievement of project management success in terms of respecting the time, cost and quality.

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Project management information systems: An empirical study of their impact on project managers and project success

Cited by 199 publications

References 37 publications

Critical success factors in project management

Critical success factors in project management

An Approach to Audit Dynamic Changes within Project Development Life Cycle – A Case of Omani Public Organization

Effect of Continuous Improvement on the Reporting Quality of Project Management Information System for Project Management Success

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